matters is its effects. Much research has been devoted to organisational structures and to managers’ decisions and decision-making processes, as well as relating performance measures to outcomes that are essentially financial. There is, however, surprisingly little research on the effects of managerial behaviour on the people being managed. Throughout this article, when we refer to the effects of what managers do, it is these effects on the people being managed that we are concerned with. What Do Managers Do? Some Answers Half a century of research has given us a coherent and illuminating body of evidence on what managers do. The activities common to all or most managers are: ●

Acting as figurehead, representative or point of contact for a work unit. Monitoring and disseminating information. Networking. Negotiating with a broad constituency. Planning and scheduling work. Allocating resources to different work activities. Directing and monitoring the work of subordinates. Specific human resource management activities. Problem-solving and handling disturbances to work flow. Innovating processes and products.

● ● ● ● ● ●

● ●

●

Does It Matter What Managers Do? 51
●

Technical work relating to the manager’s professional or functional specialisation.

These generic activities are applied across a wide range of concerns. Managers themselves often emphasise four in particular: ● ● ●

These variations occur across individuals, jobs, functional specialisms, levels of management, forms of organisation, industries/economic sectors and national cultures. (For a more detailed review of the above evidence, see Hales 1986, 1999, 2001.) What Do Managers Do? Some Unanswered Questions However, this body of evidence is by no means the last word. A plethora of different categories, taxonomies, conceptual frameworks and perspectives confirms the suspicion that what we know about managerial work rather depends on how we go about finding out. More important, there are also questions that this body of research has failed to answer or, indeed, ask. First, it is still not clear which activities are exclusively “managerial” – as distinct from other behaviours in which managers may engage, and activities which are concerned with “managing” but are carried out by non-managers or undertaken by everyone as part of their daily lives. The question “what do managers do and no-one else does?” remains unanswered. Second, the descriptions of managerial work have been treated as largely unproblematic, as if what managers must spend their time doing is self-evident and we do not need to delve further into it. The question “Why do managers do what they do?” has received scant attention from researchers. Third, although the many documented...

YOU MAY ALSO FIND THESE DOCUMENTS HELPFUL

...﻿ “What Great ManagersDo”
INTRODUCTION
For many years studies have been done about the intricacies of the relationship between a manager and an employee. Many managers have posed questions on how to motivate their employees or get the most out of their team. Through studies, observations, and opinions researchers and experts have answered these questions regarding the role the leader can play to gain the most out of their employees. One such researcher is Marcus Buckingham who is the author of “What Great ManagersDo”. Marcus Buckingham, a consultant of leadership and management stated he surveyed over 80,000 managers through the Gallup Organization and examined several different managers’ methods, failures and successes of leading others during his research of this topic. (Buckingham 2005)
SUMMARY
Chess
In Marcus Buckingham’s Harvard Business Review article titled “What Great ManagersDo” he discusses what a manager’s role is and what they can do to draw the most out of their employees in order to maximize results. According to the author, a great manager focuses on each employee and notes their individual strengths, in turn utilizing those employee’s strengths in specific capacities on the team to reach success....

...﻿WhatDoes a Geneticist Do?
By Cindy Grigg
nucleus
containing
contain
lead
determines
organism
prevention
genetic
human
sickle-cell
muscular
career
genome
specific
contains
wrinkled
determined
Directions: Fill in each blank with the word that best completes the reading comprehension.
Scientists who study genetics study genes and heredity: how certain characteristics are inherited by offspring because their parents had these characteristics. Do you have the same eye color as your mother or father? Do twins "run" in your family? These characteristics, or traits, are inherited. They are passed from your parents to you by genes. Genes (1) ____contain________ DNA that occupies a (2) _________specific_________ place on a chromosome. DNA (3) ___________Determines____________ a specific trait in the (4) ____________organism___________ . Even the fact that you were born a boy or a girl was determined by genes. DNA is found in the (5) __________nucleus_____________ of each cell. When a baby is made, one cell from the father joins with one cell from the mother. This tiny cell (6) __________contains_____________ all the information stored in DNA to make a new person - you! If you are a boy, you were given DNA from your father containing a "y" chromosome. If you are a girl, you were given DNA from your father...

...
WhatDoes Congress Do?
In order to best explain what Congress does, we can use the analytical lenses of constitutionalism, institutionalism and behavioralism. Before we can discuss what Congress does, it is important to understand the basic make up of our legislative body. We can view the basic makeup of Congress within the view of Constitutionalism.
The United States Constitution provides the structure of our legislative body. It gives us a bicameral legislature. This means that we have two chambers; the House of Representatives and the Senate. The Constitution contains rules that give the basic guidelines on how we elect our representatives, how long they will serve and the outline of how the legislative process works.
To arrive at Congress, one must be elected by his constituents. In order to be eligible to run for Congress, a candidate must be at least 25 years old for a House seat and 30 for a Senate seat. Candidates must be a U.S. citizen and must be a resident in the state in which they are running.
The size of Congress – 535 members – is set by the Constitution. There are 100 seats in the Senate and 435 seats in the House. Each state has two senators and at least one representative. The apportionment of the remainder of the seats in the House is based on the population as reported by the U.S. Census Bureau. Once elected to Congress, a member of the...

...WHATDOMANAGERSDO?
A CRITICAL REVIEW OF THE EVIDENCE
COLIN P. HALES
Department of Management Studies for Tourism and Hotel Industries, University of Surrey
INTRODUCTION
IN this article, I consider the extent to which the question 'Whatdomanagersdo?' has been satisfactorily answered by published empirical studies of mana-
gerial work and behaviour. Two aspects of this enterprise require justification:
the pertinence of the question posed and the need for another review of the
evidence.
Certainly, the question 'Whatdomanagersdo?' has an air of naivete,
insolence, even redundancy about it. Yet it is a question which Is begged
by many management-related issues. Arguments that the quality of manage-
ment is decisive in both organizational and national economic performance
presuppose that the exclusively 'managerial' contribution to that performance
is both tangible and identifiable. Claims for managerial authority invariably
rest not upon de facto status and power, but upon an implicit 'job of managing"
for which authority is the necessary resource. The vast and growing industry
of management education, training and development presumably rests upon
a set of ideas about...

...An individual study on the article:
WHAT EFFECTIVE
MANAGERS REALLY DO (KOTTER, 1982)
11 12 1 2 10 9 3 8 4 7 6 5
MBA Public Governance 4 Management & Organization Dynamics Hugo Hendriks April 2004 Nijenrode University
Management & Organization Dynamics
April 9, 2004
What effective managers really do (Kotter, 1982)1
This paper is part of my exam of Management & Organization Dynamics at Nijenrode University. This paper starts with a summary of Kotters 1982 article What effective managers really do , by an experimental mind map (studying the background of this article, I ran in to the theory of mind mapping2 which I immediately would try to apply). After the summary I give my opinion on this article and try to adapt the theory to a problematic situation in my own organization. I conclude my paper with some critical notes on this article. Summary (applying the theory of mind mapping)
Figure 1: Summary of What effective managers really do
Why did I select this article? Triggered by a self-study course on time management, I ve made notes on my time spending from minute to minute for three days on a row in the summer of 2003. I noticed that on any particular day, I had several, not planned contacts with some of my colleagues, my employees and my (internal) customers. At that time I...

...WHAT GENERAL MANAGERS REALLY DO
Assessment 1:Essay
by Louisa Cindy
General managers are top of employee, who hold major problems and play a big role behind the organization or business. Being a manager takes a great deal of hard work, leadership, and dedication. They have responsibilities to take control, motivate, and monitoring each part of the organization. The pressure of being a manager is not as easy as what people think, they tend to be efficient and effective in the same time. In an article in the Harvard Business Review, “What effective general managers really do”, (Kotter, 2000) examined the reality of what many managers really do that seems inefficient and contrasting what Henry Mintzberg has pointed out. He found out that their activities are mostly unplanned, sometimes seems to be unimportant and they do lots of conversations that unconnected with work and they do a lot of joking. They also seldom to tell people what to do, they prefer asking or suggesting.
This article also indicate that in the actual behavior manager “looks less systematic, more informal, less reflective, more reactive, less well organized, and more frivolous than a student of strategic planning systems, MIS, or...

...﻿
What is it and whatdoes it do?
What is a CVE? a list of information security vulnerabilities and exposures that aims to provide common names for publicly known cyber security issues. The goal of CVE is to make it easier to share data across separate vulnerability capabilities (tools, repositories, and services) with this "common enumeration."
An information security vulnerability is a mistake in software that can be directly used by a hacker to gain access to a system or network. See the Terminology page for a complete explanation of how this term is used on the CVE Web site
An information security exposure is a mistake in software that allows access to information or capabilities that can be used by a hacker as a stepping-stone into a system or network.
Isn’t CVE just another vulnerability database?
No. CVE is not a vulnerability database. CVE is designed to allow vulnerability databases and other capabilities to be linked together, and to facilitate the comparison of security tools and services. As such, CVE does not contain information such as risk, impact, fix information, or detailed technical information. CVE only contains the standard identifier number with status indicator, a brief description, and references to related vulnerability reports and advisories. (Note: The U.S. National Vulnerability Database (NVD) provides fix and other information for identifiers on the CVE List.)...

...entering America they would because we have all the resources too. Although we have all these law enforcers that can get rid of, in reality they do not want to get rid of them, immigrants is what help our economy.
Immigrants help the economy by paying taxes, unlike citizens of America those immigrants are likely to produce more than two hundred billion dollars (as a whole) and pay more than a third of that. Not only do these immigrants financially they also help economically for example with (labor migration, escape from poverty), natural disasters, education, persecution (religious, political, sexual and so on), oppression, or even genocide, or some personal reasons based on relationship because these countries give lots of opportunities for better life, self-realization and freedom. Such people can not earn enough money to survive in their native countries as a rule, but in developed countries they earn much more (in comparison, of course) and have the possibility to live life as others do. In the 1990’s there was an Immigration Act that encouraged immigrants to come to America to start their own businesses, opening up their own businesses gives opportunities to those Native Americans that are looking for work. Brininging oppurnitites to the States helps the econonomy.
On the the other hand those immigrants that are less fortunate do whatever is necessary to make a living. Fruit harvesting ,...